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10TH ANNUALIntroduction.3Key Results.5Growing Global Business Uncertainty.10Accelerating Supply Chain Disruptions.16Scaling Production More Difficult Than Ever.26Sustainability Takes Hold.38AI Advances.46Looking Ahead.50About the Research.522CONTENTS3Escalating trade conflicts.Rising global tensions.Potential tariffs on Mexico,China,and Canada.Worsening supply chain disruptions.Manufacturing and supply chain leaders are under more pressure than ever.Yet theres room for optimism.AI adoption,stronger sustainability commitments,and digital manufacturing solutions are creating new opportunities for adaptability and resilience in the face of these challenges.INTRODUCTION10TH ANNUALINTRODUCTIONThe 10th Annual 2025 State of Manufacturing&Supply Chain Report reveals whats top of mind for manufacturing and supply chain leaders:How to do more with less while managing a host of supply chain disruptions,and the immediate need for innovation,prototyping,and production.For a decade,Fictiv has surveyed industry leaders on their biggest challenges,risk mitigation strategies,and the future of manufacturing.This year,254 senior manufacturing and supply chain leaders shared their insights on global uncertainty,accelerating supply chain disruptions,scaling innovation,AI,and sustainability.Despite many challenges,the 2025 State of Manufacturing Report shows significant progress in many arenasonshoring is on the rise again,AI is gaining traction,and digital manufacturing continues to drive resilience and innovation.“Concerns about tariffs and trade wars are clearly top of mind for manufacturing and supply chain leaders.And for good reason:were seeing a level of global uncertainty and supply chain disruption we havent seen since 2020.”DAVE EVANSCo-Founder&CEO,Fictiv4KEY RESULTSGROWING GLOBAL BUSINESS UNCERTAINTYConcerns about tariffs and mounting trade tensions drive supply chain strategy more than ever.96%report theyre concerned about the impact of the U.S.Presidents trade policies.93lieve trade wars will likely escalate in the next few years,whereas 42%are now very concerneda 6-point increase over 2024.91%note that global tensions are being considered in their companys long-term supply chain strategya 5-point increase over 2024.5Concerns over supply chain disruptions are growing,making onshoring a crucial element of risk mitigation strategies.68%prioritize onshoring as a key supply chain strategy in 2025,especially in industries needing complex parts at scale,like MedTech,clean energy,and EVs.77%report a lack of resources(e.g.,workforce,budget)severely limits their ability to manage their supply chains effectively (an increase over 2024).52%identify supplier quality,reliability,and compliance as significant challenges.KEY RESULTSACCELERATING SUPPLY CHAIN DISRUPTIONS6 6KEY RESULTSSCALING PRODUCTION MORE DIFFICULT THAN EVER Manufacturing leaders face growing barriers to innovation,making it harder to scale production.91ce barriers to product innovation and introduction,with nearly half struggling to source fast,high-quality solutions for low-volume builds.86%report sourcing parts and materials takes time away from initiatives like new product innovation and introduction,making it increasingly difficult to move into and scale production.90%consistently report that digital manufacturing platforms are an essential service for production(up from 86%in 2024).7Manufacturing and supply chain leaders continue to recognize the importance of sustainability commitments.95%report weather and extreme climate events are impacting their supply chain strategy in 2025.91%now have sustainability initiatives and governance in place to help drive sustainability goals.52lieve nearshoring and onshoring strategies are critical to supporting sustainability efforts.KEY RESULTSSUSTAINABILITY TAKES HOLD8 8KEY RESULTSAI ADVANCESAI is now the top trend impacting long-term business strategy,and respondents report more advanced AI implementations.87%report advanced levels of maturity with their companys AI implementations.94%use AI for manufacturing and supply chain operations,such as inventory management and product design.56%identify AI as the leading trend shaping their long-term strategy,with economic headwinds following at 53%.9Growing Global Business Uncertainty10Since 2020,the supply chain has been in disarray,and the increasingly volatile supply chain landscape appears to be getting worse.The U.S.Presidents stance on tariffs is setting the stage for greater disruption moving forward.As of this writing,tariffs on goods and oil products for Mexico,Canada,and China are paused for now,but that will likely changereinforcing existing fears of escalating trade wars.In fact,over 93%of respondents report concerns about escalating trade warsan increase over 2024(89%).This reflects mounting concerns about tariffs(and retaliatory tariffs),as well as intractable regional conflicts like those in Ukraine.GROWING GLOBAL BUSINESS UNCERTAINTY“As the era of tariff uncertainty continues,the most resilient supply chains will be those that can adapt to rapid changes.The key lies in integrating technical and institutional expertisewhether by cultivating in-house knowledge or partnering with seasoned professionals who understand the complexities of international trade and tariffs.By embracing flexibility,rethinking traditional cost optimization,and implementing strategies like first sale,tariff engineering,strategic sourcing based on country of origin,FTZ utilization,and duty drawback,advanced manufacturing operations can safeguard their competitiveness in a turbulent market.”DENNIS ARNOWCofounder,NextGenIndustry11GROWING GLOBAL BUSINESS UNCERTAINTYHow concerned are you that trade wars might escalate in the next few years?Are global tensions(e.g.,Russia/Ukraine conflict,tensions in the Middle East,sanctions,etc.)being considered in your companys long-term supply chain planning efforts?Trade War Concerns IncreasingGlobal Tensions Play Critical Role in Supply Chain Planningfig.2fig.151QB%7%9%Yes,this is a significant factorYes,but it is a minor factorNo,it is not a planning considerationVery concernedSomewhat concernedNot concerned1291%note that global tensions are part of their companys long-term supply chain planning(up from 86%in 2024).President Trump and his Administrations stance on tariffs takes center stage this year.In fact,96%of manufacturing leaders anticipate the Presidents policies will impact their supply chain,particularly costs and profitability(57%).Tariffs,Costs,&Profitability GROWING GLOBAL BUSINESS UNCERTAINTYTariffs will impact our costs and profitabilityLocalized manufacturing back to the US will become a top priorityTariffs will drive business uncertaintyNear-shoring will become more crucial than ever beforeIncreases the need for a China 1 strategyI have no concerns about the policies96%Are Concerned About the New Administrations Impact on Supply ChainsWhat concerns do you have about how the policies of the new president and his administration could impact your companys supply chain?57SH72%4%fig.313Tariffs,Costs,&Profitability GROWING GLOBAL BUSINESS UNCERTAINTY“This global uncertainty,along with rising trade tensions,highlight the need for supply chain and manufacturing leaders to build a resilient,agile supply chain that can adapt to the expanding usage of tariffs,increasing localized supply chain disruptions brought on by extreme weather events and geo-political conflicts.”ANDY SHERMANU.S.GM,FictivIn addition to the issues surrounding costs and profitability,respondents also noted that localizing manufacturing back to the U.S.will become a top priority(53%),with 48%saying tariffs will drive business uncertainty.14In 2025,the global manufacturing industry is anticipating major economic hurdles,tariffs,and geopolitical instability,as well as climate-related disruptions.Whereas in 2024,47%reported economic headwinds as a major factor in their long-term strategy,in 2025,53%reported they are taking economic headwinds into account.Similar to previous years,those surveyed also report that AI impacts their company strategy(56%)(please see page 46 for more on AI).Other reported impacts include increasing competition(41%)and labor costs and shortages(41%).Economic Headwinds(&AI)Heavily Impact StrategyGROWING GLOBAL BUSINESS UNCERTAINTYArtificial intelligence(AI)Economic headwinds(inflation,interest rates,risk of recession)Increasing competitionLabor costs and shortagesIncreasing pressure to drive profitabilityOngoing geopolitical conflictsNone of these are impacting our 2025 strategyAI&Economic Headwinds Most Impact 2025 Strategy Which of the following trends MOST impact your companys 2025 strategy?56SAA5$%3%fig.415Accelerating Supply Chain Disruptions16Just as global uncertainty has become a defining force for manufacturing and supply chain leaders,there are equally difficult challenges in this new era of supply chain management.These include supplier quality,lack of resources,reliability,and the new U.S.Administration.The results back this up:Despite a nominal decrease from last year,77%of manufacturing and supply chain leaders still report a lack of workforce and insufficient budget among their top challenges.ACCELERATING SUPPLY CHAIN DISRUPTIONSof manufacturing and supply chain leadersstill report a lack of workforce and insufficient budgetamong their top challenges.77Majority Report Lack of Resources as Central ChallengeACCELERATING SUPPLY CHAIN DISRUPTIONS77%Say Lack of Resources Impacts Ability to Manage Supply Chain EffectivelyLack of resources(workforce,budget,etc.)severely impacts our ability to manage our supply chain effectively.fig.520#w%AgreeDisagree2025202418Supplier Quality Tops ConcernsACCELERATING SUPPLY CHAIN DISRUPTIONSSupplier quality,reliability,and compliance are also top of mind for 52%of manufacturing leaders,highlighting the ongoing challenges in maintaining consistent production standards.Additionally,38%cite a lack of supply chain visibility as a major issue,making it harder to anticipate disruptions and manage logistics effectively.Labor costs are also a significant factor,with 37%of respondents identifying rising wages and workforce shortages as key challenges impacting their operations and time to market.“Based on these results,I believe 2025 will be as tumultuous as 2020 in terms of the supply chain.77%say they wont have resources.Another two-thirds of these leaders are driving onshoring,and half of them are still dealing with supplier quality,reliability,and compliance.”DAVE EVANSCo-Founder&CEO,Fictivcite a lack of supply chain visibility as a major issue38Supplier quality,performance,reliability,and complianceLack of supply chain visibility creates risk and uncertaintyLabor costsLogistics optimizationInventory managementLack of purchasing power to achieve cost leadershipI have no concerns about our supply chainQuality,Reliability,and Compliance Top Supply Chain ConcernsWhat concerns do you have about your companys existing supply chain?528571&%6%fig.6Supplier Quality Tops ConcernsACCELERATING SUPPLY CHAIN DISRUPTIONS20Moving Production Closer to HomeACCELERATING SUPPLY CHAIN DISRUPTIONSBusiness leaders use various strategies to help mitigate supply chain risk and supply chain disruptions,and interest in nearshoring and onshoring is part of that strategy.In fact,68%of leaders report onshoring to the U.S.as a key strategy in 2025,followed by nearshoring(50%)and diversifying global manufacturing operations(39%).Relocating manufacturing closer to domestic supply sources and customers is especially relevant in regulated industries with highly complex parts like MedTech,Clean Energy,Electric Vehicles,and Robotics.“Over the last few decades,U.S.-based companies outsourced more and more of their manufacturing to lower-cost regions.That trend has started to reverse.U.S.factory infrastructure investment is at its highest point in decades.And thats the result of nearshoring and onshoring demand,and why companies are looking to be able to leverage U.S.manufacturing to de-risk their supply chains.”ANDY SHERMANU.S.GM,Fictivof leaders report onshoring to the U.S.as a key strategy in 202568!fig.7We want to increase US manufacturing (onshoring)We want to increase North American production(nearshoring)We want to diversify our global manufacturing operations(offshoring)Production Strategies are Trending Toward OnshoringWhich of the following statements represents your companys strategy for 2023-2025?68P9fSFqQD%Moving Production Closer to HomeACCELERATING SUPPLY CHAIN DISRUPTIONS20252024202322Managing supply chain risks associated with logistics,transportation,quality,geopolitical instability,and tariffs is driving many leaders to move more definitively toward onshoring.By reducing reliance on distant suppliers,companies can improve resilience,enhance speed-to-market,and gain greater visibility and control over production processes,ultimately strengthening their overall supply chain strategy and competitive posture.Though diversifying global manufacturing operations overseas has decreased since 2024(from 46%to 39%),it registers as an important strategy for more than one-third of organizations.“Whats driving onshoring to the U.S.and nearshoring to Mexico is the accelerating rate of global supply chain disruptions due to geopolitical tensions.The wave of new tariffs introduced during the early months of Trumps presidency represents the continuation of an international trade environment that is becoming increasingly more difficult for supply chain leaders to forecast and plan against.”SABRINA PASEMANGeneral Partner,Omni VenturesMoving Production Closer to HomeACCELERATING SUPPLY CHAIN DISRUPTIONS23However,even as businesses consider moving back to the U.S.,they want to keep overseas and nearshoring options open.While it makes sense that more manufacturing and supply chain leaders desire a diversified manufacturing footprint,offshoring to China has increased to 39%(an increase from 36%in 2024).For the second year,nearshoring to Mexico has stayed at 46%,while offshoring to Southeast Asia(e.g.,Thailand,Malaysia)has increased by 7 points.We anticipate these numbers will shift as tariffs on Canada,Mexico,and China are now a centerpiece of U.S.trade policy.“China remains an excellent strategic sourcing region.There are logistics solutions in place to counter the latest tariffs,and were well positioned to save our customers on landed costs and mitigate other cost and profitability impacts.”CAMERON MOOREChina GM,FictivMoving Production Closer to HomeACCELERATING SUPPLY CHAIN DISRUPTIONSFor the second year,nearshoring to Mexico has stayed around 46$Latin America(Mexico,Brazil,etc.)Northeast Asia(China,Vietnam,etc.)Southeast Asia(Malaysia,Thailand,etc.)Eastern Europe(Poland,Czech Republic,etc.)South Asia(India,Bangladesh,etc.)We do not outsource manufacturingLatin America Consistently Reported as Where Companies Are Most Likely to Outsource ManufacturingWhere are you most likely to outsource manufacturing?20252024Moving Production Closer to HomeACCELERATING SUPPLY CHAIN DISRUPTIONSfig.846G96)$ !1%Scaling Production More Difficult Than Ever26More than previous years,manufacturing and supply chain leaders face significant barriers to innovation and new product introduction,making it nearly impossible to scale production.The most persistent issue remains difficulty sourcing high-quality,low-volume builds for new product development(49%).This challenge has consistently ranked as a top concern among manufacturing leaders since 2023,highlighting the ongoing difficulty finding reliable suppliers that meet strict quality standards,while accommodating smaller production runs.This also makes moving to full scale production extremely challenging.As companies push for faster innovation cycles,the need for flexible,high-quality manufacturing partners has never been greater.Without dependable sourcing options in place,delays,cost overruns,and compromised product quality can hinder new product development,making it a critical area for strategic investment and improvement.SCALING PRODUCTION MORE DIFFICULT THAN EVER“The biggest challenge facing many companies is bringing their prototype to mass production.Even if you have an excellent product,market demand,and a well-articulated go-to-market plan,its difficult to bring the product to market fast enough to remain competitive.”DAVE EVANSCo-Founder&CEO,Fictiv27Sourcing Low-Volume Builds for New Product Innovation Top BarrierSCALING PRODUCTION MORE DIFFICULT THAN EVER Difficulty sourcing fast,high-quality options to manufacture low-volume buildsSlow feedback loop with manufacturing partners that extends production timeLimited manufacturing feasibility and DFM expertise in developmentRigid internal supply chain processes that hamper ability to innovateFriction created by poor cross-functional visibility on projectsWe dont face any barriers to new product innovation91%Say They Face Barriers to New Product InnovationWhat barriers does your organization face with new product innovation?49VC9EA862%9I97%6327 2520242023fig.928Sourcing Low-Volume Builds for New Product Innovation Top BarrierSCALING PRODUCTION MORE DIFFICULT THAN EVER Beyond sourcing challenges,leaders also report slow feedback loops(39%),limited manufacturing feasibility(38%),and rigid internal supply chain processes(36%)as major roadblocks to innovation.These obstacles hinder agility and delay critical advancements,including future innovation across key industries like MedTech,Robotics,and CleanEnergy.Scaling up production following prototyping is also a significant challenge.of leaders also report slow feedback loops39)Time Engineers Spend Sourcing is IncreasingSCALING PRODUCTION MORE DIFFICULT THAN EVER Furthermore,the time engineers spend on sourcing and procurement activities is rising significantly.In 2024,13%of engineers dedicated more than eight hours per week to these tasks.By 2025,that number grew to 19%,a 6-point increase.This growing burden on engineering teams highlights the increasing complexity of supply chain management and the pressing need for more efficient,service and technology-driven sourcing solutions.In turn,this will streamline workflows to enable engineers to focus on higher-value design and innovation efforts.%of Engineers Spending More Than 8 Hours Per Week on Procurement Higher Than 2024How much time would you estimate a typical engineer spends on supplier sourcing,management,quote,and order activities on a weekly basis?NoneLess than 2 hours2-4 hours4-6 hours6-8 hoursMore than 8 hours202520242023fig.105%062( %5%4%3%10At the same time,76%of engineers spend more than 4 hours per week on procurement activities,which interferes with the time they could spend on new product design innovation and introduction.Time Engineers Spend Sourcing is IncreasingSCALING PRODUCTION MORE DIFFICULT THAN EVER NoneLess than 2 hours2-4 hours4-6 hours6-8 hoursMore than 8 hoursfig.11252 %4v%Estimate Engineers Spend More Than 4 Hours Per Week on Procurement ActivitiesHow much time would you estimate a typical engineer spends on supplier sourcing,management,quote,and order activities on a weekly basis?31There is cause for optimism,however.The majority report that digital manufacturing and on-demand manufacturing are key to overcoming barriers to innovation and production.In fact,90%of leaders consistently report that digital manufacturing platforms(like Fictiv)are an essential service for production(up from 86%in 2024).90%of Leaders Say Digital Manufacturing Platforms Are EssentialDigital Manufacturing:Key to Scaling ProductionSCALING PRODUCTION MORE DIFFICULT THAN EVER AgreeDisagree10 2514 24fig.12“One of the best ways to counter massive supply chain disruptions is to leverage digital manufacturing using AI and predictive analytics,which provides access to a managed network of suppliers spanning multiple geographies,allowing for a bill of materials to be optimally sourced as your product moves through its product life cycle.”ANDY SHERMAN U.S.GM,Fictiv32Digital Manufacturing Helps Scale ProductionSCALING PRODUCTION MORE DIFFICULT THAN EVER“Digital manufacturing streamlines operations,enhances supply chain resilience,ensures supply continuity,and helps businesses stay competitive.It does this through real-time visibility,seamless collaboration,and intelligent automation across global production networks,mitigating risks associated with traditional supply models.”UDAY SHENOYIndia GM,FictivTo solve the many challenges facing todays manufacturing and supply chain leaders,an increasing number are turning to digital manufacturing.This approach provides manufacturers with the flexibility and responsiveness needed to adapt quickly to shifting market demands and production needs.Its quickly becoming a go-to strategy for businesses aiming to streamline operations,ensure the safety of supply,and stay competitive.90%of leaders say that digital manufacturing platforms are increasingly essential for manufacturing and supply chain management.of leaders say that digital manufacturing platforms are increasingly essential903In fact,99%of those using on-demand manufacturing report experiencing benefits.The most common advantages include faster development cycles(56%),improved quality(51%),and enhanced transparency(45%),showcasing the widespread effectiveness of on-demand manufacturing in addressing the complexities of modern manufacturing and supply chain management.Faster Development Cycles Most Frequent Benefit of Digital ManufacturingWhat benefits has your company experienced from digital manufacturing platforms?Faster Development Cycle Times with On-Demand ManufacturingSCALING PRODUCTION MORE DIFFICULT THAN EVER Faster development cyclesImproved qualityImproved transparency and visibilityReduced time to marketGuided expertise on design for manufacturabilityLess time spent on supply chain management activitiesDelayed or deferred headcountWe havent experienced benefits from our use of digital platformsWe havent used digital manufacturing platforms56QE31%1%2%fig.1334Benefits of a Single Manufacturing Partner from Prototype to ProductionSCALING PRODUCTION MORE DIFFICULT THAN EVER Another way to reduce barriers to innovation is by using the same high-quality manufacturing partner from prototype to production.Supplier consistency and reliability help address many of the challenges associated with new product innovation and introduction.In fact,65%of respondents say on-demand manufacturing improves parts consistency.The same percentage also reports that it speeds up turnaround times from development to product introduction.Additionally,over half of respondents find that it simplifies design iterations at every stage of development.“Very few manufacturers offer the agility necessary to move quickly at the early stage of rapid prototyping while also having the management systems and automation necessary to be able to effectively support production.That said,where viable,staying with the same manufacturer from prototype to production reduces the cost of supplier management and allows companies to get to market faster,which is crucial for any companies that seek to remain competitive.”ANDY SHERMANU.S.GM,Fictivof respondents say on-demand manufacturing improves parts consistency655Other benefits include assurance of supply,faster product handoffs,reduced risk to reliability,and improved compliance.By maintaining a consistent manufacturing partner,companies can streamline the entire process,making it more efficient and reliable.This efficiency not only supports operational goals but also aligns with sustainability initiatives.A consistent partner can help reduce waste,optimize resource use,and implement more sustainable practices throughout the production cycle.Benefits of a Single Manufacturing Partner from Prototype to ProductionSCALING PRODUCTION MORE DIFFICULT THAN EVER 36Benefits of a Single Manufacturing Partner from Prototype to ProductionSCALING PRODUCTION MORE DIFFICULT THAN EVER Majority Report Benefits of Working With the Same Manufacturing Partner from Prototype to ProductionWhat benefits has your company experienced from digital manufacturing platforms?Enables faster turnaround time from development to introductionImproves consistency of parts from prototype to productionSimplifies design iterations at every development stageOther65R%2P%fig.1437Sustainability Takes Hold38As climate-related disruptions intensify,companies are reevaluating their supply chain strategies to build greater resilience.From diversifying supplier networks to investing in digital manufacturing solutions,businesses are seeking ways to mitigate risks and ensure continuity in an era of growing environmental volatility.This growing urgency is driven by real-world events that have already disrupted supply chains on a massive scale.In 2024,the United States experienced a significant increase in natural disasters and extreme weather events,including hurricanes,severe storms,droughts,floods,and wildfires.It follows that In 2025 over 95%of manufacturing and supply chain leaders report that weather and climate events impact their supply chain strategy.Its no wonder,given the increasingly dramatic economic of climate change.Recent news of the U.S.withdrawing from the Paris Accords and reversing key Biden-era policies like the Inflation Reduction Act will undoubtedly affect sustainability strategies.However,sustainability has become deeply ingrained in the governance of many companies,driven by the pressing impacts of climate disasters on supply chains.These challenges highlight the urgency of sustainable practices despite the shifting policy landscape.SUSTAINABILITY TAKES HOLD39SUSTAINABILITY TAKES HOLDHighMarginalLowNo impactfig.1595%Say Weather and Climate Events Impact Supply Chain StrategyHow would you rate the impact of sudden weather events or climate change on your supply chain strategy?32 %5 Sustainability is a Priority for LeadersSUSTAINABILITY TAKES HOLDSustainability is no longer just a goalits a priority for manufacturing leaders navigating the challenges of 2025.In fact,95%of manufacturing leaders say its important for their company to implement sustainable practices in 2025.54%have implemented an internationally recognized sustainability management system(e.g.ISO 14001),and half have developed a formalized plan.As climate-related disruptions intensify,companies must build greater resilience into their supply chain.From diversifying supplier networks to investing in digital manufacturing solutions,businesses should seek ways to mitigate risks and ensure continuity in an era of growing environmental volatility.Despite progress in sustainability commitments over the past two years(92%say their company has actions in place to achieve sustainability goals,an increase over 2024),were likely heading into a year of continued climate-related disruption.”NATE EVANSCXO and Co-Founder,Fictivhave implemented an internationally recognized sustainability management system54ASustainability is a Priority for LeadersSUSTAINABILITY TAKES HOLDImplemented an internationally recognized sustainability management system (e.g.ISO 14001)Developed a formal planDeveloped or adopted a standardized reporting modelSet a net-zero or carbon reduction goalMy company doesnt have any governance in place to achieve sustainability goals54%8PG3%fig.1692%Say Their Company Has Actions in Place to Achieve Their Sustainability GoalsWhat types of governance has your company put in place to achieve your sustainability goals?42“Despite tariff challenges,nearshoring to Mexico remains a strategic option due to its proximity to the U.S.,reducing transportation costs and lead times.Its established manufacturing base offers a skilled workforce and reliable production,while competitive labor costs help offset tariff impacts.Additionally,nearshoring supports sustainability by cutting emissions from long-haul shipping and enabling more efficient,localized supply chains.For companies seeking cost-effective,resilient,and sustainable production,Mexico remains a strong choice.”ERNESTO CHACONMexico GM,FictivSustainability is a Priority for LeadersSUSTAINABILITY TAKES HOLDfig.17605%5%Very concerned Somewhat concerned Not concerned95%Say Its Important to Implement Sustainable Practices in 2025How important is implementing sustainable practices and initiatives to your company in 2025?43Sustainability is a Priority for LeadersSUSTAINABILITY TAKES HOLDfig.18Leaders Agree:Sustainability is Crucial for Manufacturing and Digital Manufacturing Platforms Are EssentialPlease indicate your level of agreement with each of the following statements.7%6%8 %3%8%7DDCAD9DHGFGB9)%Strongly agree Agree somewhat Disagree somewhat Strongly disagreeMore customers are seeking companies with sustainable practicesSustainable practices receive more government support than in years pastDigital manufacturing platforms(such as Fictiv and Protolabs,etc.)are an essential service for productionThe costs of implementing and managing sustainability initiatives are increasingSourcing parts and materials takes time from initiatives like new product innovation and introductionLack of resources(workforce,budget,etc.)severely impacts our ability to manage our supply chain effectivelySupplier sourcing and management is too time-consuming and costly2%2%2%1DSustainability&OnshoringSUSTAINABILITY TAKES HOLDThere is also a clear connection between sustainability initiatives and onshoring strategies,as companies seek to reduce environmental impact while strengthening their supply chains.In fact,79%of respondents who consider sustainability to be“very important”are planning to increase U.S.manufacturing in 2025.This emphasis highlights a growing recognition that localized production can help minimize carbon footprints,enhance operational efficiency,and align with broader environmental goals.Implementing Sustainability Correlates to On-Shoring StrategiesWhich of the following statements represents your companys strategy for 2025?How important is implementing sustainable practices and initiatives to your company in 2025?fig.19BYWe want to increase US manufacturing (on-shoring)We want to increase North American production(near-shoring)We want to diversify our global manufacturing operations(offshoring)Very important to implement sustainability initiatives in 2025Somewhat or not important to implement sustainability initiatives in 202579GAQV7EAI Advances46AI maturity is another defining characteristic of 2025,with over 87%of leaders reporting their AI implementations have reached either medium or high levels of maturity.This widespread advancement signals a shift from early experimentation to more established and scalable AI-driven processes across critical manufacturing and supply chain functions.From predictive analytics and automated quality control to intelligent sourcing and real-time production monitoring,AI is becoming deeply embedded in operations.Whereas in prior years,AI garnered excitement as a new technology to drive efficiency,in 2025 its clear the implementation of AI in supply chain operations and management is maturing.AI ADVANCES“While manufacturers have embraced readily accessible AI automation,were only scratching the surface of AIs potential to revolutionize manufacturing.AI enabled tech today has done a great job of smoothing existing work flows,but it has yet to provide true predictive intelligence.We envision a future where we can prevent part failures and predict mass production costs,even during the design phase,eliminate scrap,and predict supply chain disruptions before they happen.”SABRINA PASEMANGeneral Partner,Omni Ventures47In fact,94%use AI for supply chain operations,including inventory management,quality control and inspections,product design,machine operations and logistics.AI ADVANCES94%Say Their Company Uses AI for Supply Chain OperationsIn what areas of manufacturing and supply chain operations is your company using AI(Artificial Intelligence)capabilities?Inventory managementQuality control and inspectionsProduct designMachine operationLogisticsSupply chain managementDesign for manufacturability(DFM)ProcurementOtherMy company doesnt use AI for manufacturing and supply chain operations51AE945)$%6%0.4%fig.2048AI ADVANCESHighMarginalLowNo impactfig.2187%of Manufacturing Leaders Say Their AI Has“High”or“Medium”MaturityPlease rate the maturity level of your companys AI implementations.44C%3IFuture of Manufacturing50Supply chain and manufacturing leaders continue to navigate persistent challenges and economic uncertainty,heightened by concerns over tariffs and trade wars.Yet,optimism remains as technology-driven solutions like AI and on-demand manufacturing become more accessible,offering new ways to enhance efficiency and resilience.Now more than ever,embracing cutting-edge technologies is critical to overcoming manufacturing and supply chain obstacles.Companies that leverage AI,digital manufacturing,and automation can streamline operations,improve sourcing and vetting,and mitigate risks more effectively.This is a critical year for manufacturing and supply chain management.Businesses that prioritize adaptability and continuous improvement will gain a significant competitive edge in 2025 and beyond.Companies will be well-positioned if they focus on building higher-performing,more resilient supply chains to navigate the road ahead.“It comes down to this:Supply chain and manufacturing leaders cant use Model-T-era supply chain strategies to tackle todays supply chain challenges.The future of manufacturing are CleanTech companies like Helion,Mainspring Energy,and Form Energy.Or MedTech companies like TransMed7.Or Robotics companies like Apptronik.These companies are manufacturing an incredible future for all of us.Without a resilient supply chain,we wont be able to realize our potential,or weather tariffs,climate disasters,or trade wars.”DAVE EVANSCo-Founder&CEO,Fictiv51This is Fictivs 10th annual report conducted with Dimensional Research.The report surveyed 254 qualified individuals at the director level or higher who worked in engineering,supply chain,production manufacturing,R&D,or digital innovation roles.Most companies produce goods in one of the following industries:clean energy,electric vehicles,robotics,or medtech.About FictivFictiv is a global manufacturing and supply chain company that enables organizations to scale globally without the typical barriers of cost,complexity,and risk.By leveraging Fictivs four global manufacturing centers in India,Mexico,China,and the U.S.,companies can access high-quality production,optimize supply chain logistics,and mitigate supply chain riskensuring they can move from prototype to full-scale manufacturing with speed and confidence.To date,Fictiv has delivered more than 35M commercial and prototype parts for early-stage companies and large enterprises alike,helping them innovate faster,free up precious resources,and drive profitable growth.ABOUT THE RESEARCH5252About Dimensional ResearchDimensional Research provides practical market research to help companies make smarter business decisions by delivering actionable information to reduce risks,increase customer satisfaction,and support growth.Whether launching a new product into the marketplace,or desiring fresh insights from buyers,our research services help companies gain a clear understanding of customer and market dynamics.About Omni VenturesOmni Ventures is the Manufacturing Tech VC.Even in an AI-driven world,the importance of the physical world remainsevery algorithm still needs a machine to run on.Thats why we invest in Manufacturing Techthe infrastructure that powers and advances how things are made.From bioreactors growing materials to satellites assembling structures in orbit,we back the technologies transforming industry.Led by former Apple product and manufacturing experts,we write first checks into startups modernizing and reshaping the manufacturing value chain.About NextGenIndustryNextGenIndustry Groups vision is to build an ecosystem of leaders,operators,industry experts,and capital providers to share best practices,develop industrialization metrics,influence policy,and create valuable

2025-08-12 54页 5星级

世界钢铁协会：2024年版钢铁行业安全与职业健康数据报告（英文版）（18页）.pdf

Safety and health datareport report 2025 1Safety and health in the steel industry Data report 2025A holistic approach towards safety and health is required to improve performance 2 Safety and health data report 2025ContentsThe World Steel Association(worldsteel)is one of the largest and most dynamic industry associations in the world,with members in every major steel-producing country.worldsteel represents steel producers,national and regional steel industry associations,and steel research institutes.Members represent around 85%of global steel production.World Steel Association 2025|Design:MakeAPhoto credits(in order of appearance):Acerinox,Liberty Steel,Ternium,POSCO,ArcelorMittal,Baotou,Liberty Steel,Nucor,Harsco,JSW,Gerdau,and Usiminas.For terminology definitions and calculations,please refer to the worldsteel publication Safety and health principles and definitions available at worldsteel.org.The data in this document is provisional and may be updated or supplemented with additional information.1.Foreword2.Potential serious injuries and fatalities(PSIF)3.Total recordable injury frequency rate(TRIFR)4.Lost time injury(LTI)analysis 5.Fatality analysis6.Process safety management(PSM)analysis7.Sickness absenceSafety and health datareport report 2025 3ForewordAndrew Purvis Director,Sustainable ManufacturingWelcome to the World Steel Associations 2025 safety and health in the steel industry data report.This report is based on data provided by our members and offers crucial insights into our industrys ongoing commitment to the safety and wellbeing of our workforce.In 2024,worldsteels members reported 67 fatalities globally,representing a global fatal frequency rate(FFR)of 0.016,the lowest on record.Additionally,our global lost time injury frequency rate(LTIFR)is at 0.70,which is also the lowest on record.The steel industry is clearly making improvements in safety and health through learning exchanges and technology use.We are committed to achieving the goal of zero harm for employees and contractors.Although lagging metrics are important,worldsteel consistently advises against using only these metrics as benchmarks.To support this,worldsteel endorses the adoption of evolving approaches in safety and health management used by our leading members.One of our challenges this year will be to revisit our metrics,focusing on the prevention of high-potential incidents and illness.Our emphasis remains on process safety management(PSM)while addressing contractor vulnerabilities and fall from height incidents,the leading cause of fatalities in recent years.Promoting holistic wellbeing in the global steel industry is crucial.We must continue striving for excellence in safety and health to ensure a safer,healthier future for everyone.The most popular lagging indicators,such as LTIFR or total recordable injury frequency rate(TRIFR),will be kept within the worldsteel reporting framework and as a reference of the industrys general performance.However,comparisons between organisations or local sites should not be made using LTIFR or TRIFR.Below are the main reasons:These indicators correlate poorly with the severity of accidents and injuries and do not provide a valid or reliable measure of safety and health controls and initiatives.A smaller organisations LTIFR or TRIFR is more significantly affected by a single incident but this doesnt necessarily indicate a more dangerous working environment.Although worldsteel has a definition for lost time injury(LTI)and total recordable injury(TRI),companies vary in their definition of what constitutes an LTI and TRI.These two indicators should not be part of individual,team or organisation objectives,bonuses,or incentives as they can foster a negative attitude towards reporting,limiting the organisational ability to learn and improve.worldsteels position on lagging indicatorsIt is important that we promote a culture of holistic wellbeing for everyone in the global steel industry.Together,let us continue to strive for excellence in safety and health,ensuring a safer,healthier future for all.4 Safety and health data report 2025A serious injury is a permanent impairment or life-altering state,or an injury that,if not immediately addressed,will lead to death or permanent or long-term impairment.A potential serious injury or fatality is a near miss incident that could have resulted in a serious injury or fatality if not for specific barriers or countermeasures or if one factor around the event had been changed.A precursor of PSIF is a high-risk situation in which control methods are absent,ineffective,or not complied with,and if allowed to continue,would potentially result in a fatality or serious injury.The number of individual sites reporting to worldsteel using the PSIF framework has increased in recent years.The figures below only represent the sites reporting PSIFs and combining contractors and employees.*In 2024,there were 67 fatalities reported to worldsteel.In order to preserve the ratios within the PSIF section of this report,fatalities reported by organisations that were not able to provide PSIF information have been excluded from this analysis.*All other injuries includes restricted work cases(RWC),medically treated injuries(MTI)and minor injuries(MI).Stated injury statistics in this graphic are derived from companies that report PSIF information to worldsteel.Potential serious injuries and fatalities(PSIF)TotalFatalities*Lost time injuriesAll other injuries*Near missesPrecursors21,446183,2243,302,0392,28956PSIF3263,253182,0735391.52%1.78%5.51#.55%Figure 1:PSIF triangle 2024 for employees and contractorsIn 2024,94%of sites made use of a PSIF framework.Safety and health datareport report 2025 5Typically around 20%of incidents have the potential to become serious injuries or fatalities.To reduce serious harm,steelmakers should focus on better identifying,managing and reporting near misses and injuries with the potential to cause fatalities and serious injuries.6 Safety and health data report 2025Total recordable injury frequency rate(TRIFR)Total recordable incidents comprise fatalities,LTIs,RWCs and MTIs.In the data survey,restricted work cases and MTIs are reported separately.Working hours are counted only on-sites that have reported at least one RWC or MTI.Figure 2:TRIFR 2018-2024Safety pyramids can be used to compare the shape of a companys incident triangle.In case the company triangle is narrower,it could mean that not all incidents are reported,or that fatality prevention requires more attention.It should be noted that the average incident triangle is not necessarily optimal;it should probably be wider.Reducing the number of more minor incidents does not directly reduce the probability of severe incidents,but having those reported allows action to be taken to mitigate risks that might otherwise cause severe incidents.*In 2024,there were 67 fatalities reported to worldsteel.In order to preserve the ratios within the TRIFR section of this report,fatalities reported by organisations that were not able to provide TRIFR information have been excluded from this analysis.1 10 100 1 000 10 000 100 0001 000 00010 000 0007.Unsafe acts and situations6.Near misses(incidents)5.Minor injuries4.Medical treatment injuries3.Restricted work cases2.Lost time injuries1.Fatalities*3 369 807195 76712 3616 6573 2882 58461Figure 3:Safety pyramid 2024Combined ContractorsEmployees TRIFR20182019202020212022202320244.94.83.54.024.746.203.542.92.92.32.692.712.631.836.36.24.24.936.439.315.540.01.02.03.04.05.06.07.08.09.010.0TRIFR decreased from 6.20 in 2023 to 3.54 in 2024.Safety and health datareport report 2025 7Figure 4:Safety pyramids 2024 for employees and contractorsEmployees:Contractors:More must be done to improve contractor management systems,to improve reporting,and to better manage and reduce the risks contractors face.This is especially true of PSIF events(see page 4).1 10 100 1 000 10 000 100 0001 000 00010 000 0007.Unsafe acts and situations5.Minor injuries3.Restricted work cases1.Fatalities2.Lost time injuries4.Medical treatment injuries6.Near misses2.Lost time injuries4.Medical treatment injuries6.Near missesEmployees2 199 167159 3938 5724 4782 8041 77819 1 10 100 1 000 10 000 100 0001 000 00010 000 0007.Unsafe acts and situations5.Minor injuries3.Restricted work case1.FatalitiesContractors 1 10 100 1 000 10 000 100 0001 000 00010 000 0007.Unsafe acts and situations5.Minor injuries3.Restricted work cases1.Fatalities2.Lost time injuries4.Medical treatment injuries6.Near misses2.Lost time injuries4.Medical treatment injuries6.Near misses1 170 64036 3743 7892 179484806428 Safety and health data report 2025Table 1:Ratio Lost Time Injury vs Fatality,2004-2022Table 1:Ratio LTIs vs fatalities 2005-2024The ratio between LTIs and fatalities provides important insight into workplace safety.A small ratio suggests fewer LTIs per fatality,and while less common these type of incidents represent a higher risk of fatalities.Many process safety issues fall into this category.It is therefore particularly important to conduct thorough incident investigations and implement preventive measures for incidents with low ratios.CauseLTIsFatalitiesRatio LTIs per 1 fatalityGassing and asphyxiation2831441.97Explosion255982.60Rail229782.94Fire382834.60Electrical502885.70Structural failure356586.14Fall from height2 1623306.55On-site road vehicle10051367.39Overhead crane1 0531079.84Forklift3563510.17Moving machinery3 34931610.60Hot metal8336912.07Falling object2 25217812.65Other mobile equipment8855615.80Hot substances6702823.93Off-site road vehicle3501425.00Product loading6931838.50Product handling storage22103858.16Exposure to chemicals219373.00Manual tasks tools3 65510365.50Slip,trip and fall4 4956749.17The table shows the ratio between lost time injuries and fatalities by causes.Low ratios mean that per fatality,there are,on average,only a small amount of lost time injuries;a high ratio indicates there are many lost time injuries per fatality.If these were drawn as an incident triangle for each cause,the triangles for the low ratios would be very narrow.These ratios show that to prevent fatalities,it is more important to undertake comprehensive and robust incident investigations and instigate preventive measures for those incidents with a low ratio.It is precisely these incidents that are most likely to lead to fatalities without effective prevention.These ratios also emphasise the usefulness of categorising potential serious injuries and fatalities among other incidents.Safety and health datareport report 2025 9010002000300040005000600070002015201620172018201920202021202220232024Total number of LTIsEmployeesContractorsTotals336631292835242922112167207520041802179711519257439231002881870108396984845174054357833523213304829453087277126450.000.501.001.502.002.50201520162017201820192020202120222023LTIFREmployeesContractorsCombined20241.481.211.251.030.940.871.051.050.981.010.720.640.520.560.650.600.590.630.500.431.171.010.970.850.850.740.700.840.770.83Lost time injury(LTI)analysisAny work-related injury resulting in the employee or contractor being unable to return to work for their next scheduled work period.Returning to work with work restrictions does not constitute an LTI,no matter how minimal or severe the restrictions,provided it is at the employees next scheduled shift.However,if an injury deteriorates and time is later lost,a LTI should be recorded.The LTIFR is calculated by combining fatalities and LTIs.Figure 5:Number of LTIs 2015-2024 Figure 6:LTIFR 2015-2024The LTIFR decreased from 0.74 in 2023 to 0.70 in 2024.10 Safety and health data report 2025 0 1 000Causes of lost time injuries last 5 years(2020-2024)0 1 000 2 000 3 000 5 000 4 000Causes of lost time injuries last 10 years(2015-2024)0 100 200 300 400 500 600241314182021293338535558596680100138153161164447509RailOff site road vehicleExplosionStructural failureGassing and asphyxiationProduct loadingExposure to chemicalsFireForkliftElectricalOther mobile equipmentHot metalOn site road vehicleOverhead craneObject in the eyeHot substancesProduct handling storageFall from heightFalling objectUnknownMoving machinerySlip,trip and fallManual tasks tools47525982941011161191211431902172232883153333375766717028752 1642 459 0 500 1 000 1 500 2 000 2 500 3 000RailStructural failureOff site road vehicleExplosionGassing and asphyxiationProduct loadingExposure to chemicalsFireForkliftElectricalOther mobile equipmentObject in the eyeHot metalOn site road vehicleUnknownHot substancesOverhead craneProduct handling storageFalling objectFall from heightMoving machineryManual tasks toolsSlip,trip and fall-1111191421972152172192262533234174454966236726849041 0741 3591 4442 0783 6554 495RailStructural failureExplosionGassing and asphyxiationForkliftOff site road vehicleExposure to chemicalsFireProduct loadingElectricalOther mobile equipmentObject in the eyeHot metalOn site road vehicleHot substancesOverhead craneUnknownProduct handling storageFalling objectFall from heightMoving machineryManual tasks toolsSlip,trip and fall-Figure 7:Causes of LTIs 2015-2024 for employees and contractors combinedCauses of LTIs 2024Causes of LTIs last 5 years(2020-2024)Causes of LTIs last 10 years(2015-2024)The top five causes of LTIs in 2024 for employees and contractors combined were:use of manual tools,slipping,moving machinery,falling objects and falling from height.Safety and health datareport report 2025 11The following graphs show the distribution of causes separated by employees and contractors.Causes of LTIs-contractors 2024 200 40 60 80 100 120 140 160Off site road vehicleRailExplosionExposure to ChemicalsGassing and asphyxiationStructural failureOverhead craneElectricalObject in the eyeProduct loadingForkliftFireHot metalHot substancesOther mobile equipmentOn site road vehicleProduct handling storageMoving machineryFall from heightFalling objectUnknownSlip,trip and fallManual tasks tools1288891112121213141624252627386677116119148 50 100 150 200 250 300 350 400 03558101315202628323945485456727376126328361Off site road vehicleExplosionStructural failureProduct loadingGassing and asphyxiationExposure to chemicalsFireForkliftElectricalOther mobile equipmentOn site road vehicleHot metalUnknownOverhead craneObject in the eyeHot substancesFall from heightProduct handling&storageFalling objectMoving machinerySlip,trip and fallManual tasks toolsFigure 8:Causes of LTIs in 2024 for employees and contractorsCauses of LTIs-contractors 2024Causes of LTIs-employees 202412 Safety and health data report 2025Fatality analysisDeath from a work-related injury,certified by a medical professional.The fatality frequency rate(FFR)is calculated as the number of fatalities per million hours worked.Total number of fatalitiesEmployeesContractorsChina(indirect data)Totals5345407032384528251969574948495655714842121541291041409910611110682670501001502002502015201620172018201920202021202220232024697112218152732Figure 9:Number of fatalities 2015-2024FFREmployeesContractorsCombined0.0230.0170.0180.0300.0140.0150.0230.0150.0140.0110.0430.0400.0340.0290.0320.0380.0370.0410.0250.0210.0320.0250.024 0.0290.0210.0240.0290.0270.0190.0160.0000.0100.0200.0300.0400.0500.0602015201620172018201920202021202220232024Figure 10:Fatality frequency rate 2015-2024The total number of fatalities reported to worldsteel during 2024 was 67,which represents a decrease of 18%compared to 82 in 2023.The fatality frequency rate decreased from 0.019 in 2023 to 0.016 in 2024.*Data received from China via Sinosteel Wuhan Safety&Environmental Protection Research Institute(SEPRI)does not distinguish between employees and contractors.Data received directly from Chinese worldsteel members does and is included in the analysis.Safety and health datareport report 2025 13Causes of fatalities last 5 years(2020-2024)0 50 100 150 200Causes of fatalities last 10 years(2015-2024)1112233445566810 2 4 6 8 10 12FireOther mobile equipmentStructural failureManual tasks toolsOverhead craneGassing and asphyxiationHot metalElectricalRailExplosionFalling objectHot substancesOn site road vehicleMoving machineryFall from height 012234561010141616192022242733376376 0 10 20 30 40 50 60 70 80Product loadingOff site road vehicleSlips,trips and fallsExposure to chemicalsManual tasks toolsProduct handling storageForkliftOther mobile equipmentRailHot metalFireHot substancesExplosionStructural failureElectricalOverhead craneFalling objectOn site road vehicleGassing and asphyxiationMoving machineryFall from height13666101214202828293035374145677677139164UnknowExposure to chemicalsOff site road vehicleProduct LoadingSlips,trips and fallsManual tasks toolsProduct handling storageForkliftOther mobile equipmentHot substancesRailStructural failureExplosionHot metalFireElectricalOverhead craneFalling objectGassing and asphyxiationOn site road vehicleMoving machineryFall from heightFigure 11:Causes of fatalities 2015-2024Causes of fatalities 2024Causes of fatalities last 5 years(2020-2024)Causes of fatalities last 10 years(2015-2024)The top 5 causes of fatalities over the past decade were falling from height,moving machinery,on-site road vehicles,gassing and asphyxiation,and falling objects.These are consistent over time.14 Safety and health data report 2025The following graphs show the distribution of causes split by employees and contractors.Causes of fatalities-employeesCauses of fatalities-contractors111111122234 0 1 2 3 4 5ElectricalFalling objectFireHot metalManual tasks toolsMoving machineryOverhead craneFall from heightGassing asphyxiationRailOn-site road vehicleExplosion11111122334678 0 1 2 3 4 5 6 7 8 9ExplosionGassing asphyxiationManual tasks toolsOther mobile equipmentOverhead craneStructural failureHot metalRailElectricalOn-site road vehicleFalling objectHot substancesMoving machineryFall from heightFigure 12:Causes of employee fatalities 2024Figure 13:Causes of contractor fatalities 2024Note:Events registered as other or Unknown are not included.Contractors remain a vulnerable community within the global steel industry.Causes of fatalities for contractors and employees are different,reflecting the different activities and risks faced by each group.Safety and health datareport report 2025 15Process safety management(PSM)analysisProcess safety management(PSM)is a blend of operational,engineering and management skills focused on preventing catastrophic accidents and near misses,particularly explosions,fires,structural collapse,and damaging releases associated with a loss of containment of energy or dangerous substances such as molten metals,fuels,and chemicals.The manufacturing of steel involves processes with intrinsic hazards that need careful management.The measures required to control these hazards are often complex.The focus of process safety management is not limited to protecting the people within the company but also includes the environment,assets,and the surrounding community.01234501-PSM culture02-Workforce involvement and participation03-Stakeholders04-Workforce competencies05-Standard-based performance06-Process and equipment knowledge07-Hazard identification and risk analysis08-PSM good operations practices09-Asset integrity and reliability10-Contractors11-Training and performance12-Management of change13-Emergency preparedness14-Incident investigation15-Measure and metrics16-Auditing17-GovernanceThe process safety management maturity analysis was derived from data provided by 36 organisations,representing 35.6%of worldsteel members.Increasing maturity in process safety management can be observed.The industry has grown in experience and expertise in process safety management.However,there are some important areas of improvement for elements 03(stakeholders),15(measurement and metrics),and 16(auditing).Process Safety KPIs are different from Occupational Safety KPIs.A specific set of indicators and guidance are being developed for process safety.worldsteels approach to process safety management is built on the American Petroleum Institute Recommended Practice 754,and identifies 17 key PSM elements.Figure 13:Process safety management maturity assessment results 2024FiresExplosionsMolten metal and water reactionsGas and liquid releasesQuantity491591071 011Table 2:Significant process safety events 202416 Safety and health data report 2025Sickness absenceSickness absence percentage is calculated as the total number of hours of sickness absence per total work hours.This indicator is only calculated for employees.The following table shows the sickness absence per region.%Sickness absence2015201620172018201920202021202220232024Africa and Middle East(AME)0.130.250.230.291.060.181.011.532.81.19Asia/Pacific0.120.080.080.190.150.050.110.690.580.06Russia&other CIS Ukraine0.751.261.410.61.381.881.732.332.211.66Europe1.112.022.261.923.323.894.366.383.843.25North America0.140.140.140.230.220.420.141.311.273.5South America0.30.530.480.430.750.460.423.031.591.28Table 3:Sickness absence per region 2015 2024Reported occupational sickness levels vary between regions due to differences in industry composition,regulatory standards,and access to healthcare.Cultural attitudes towards reporting workplace-related illnesses and socioeconomic factors also play a role in the disparities.Efforts to improve healthcare access can help promote healthier working environments worldwide.JSWSafety and health datareport report 2025 1718 Safety and health data report 2025

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